Method for project preparing a procurement and accounts payable system

ABSTRACT

A method for coordinating a project for designing, implementing, and using a general procurement and accounts payable (GP/AP) system for a customer. A playbook database is created and includes templates of information relating to designing, implementing, and using the GP/AP system. The templates are particularized for the customer. A playbook summary view is generated from the playbook database. The playbook summary view displays a folders and views section, a task title display and selection area, a summary task creation button, and a detailed task creation button, which visually appear together in an undivided display area within the playbook summary view. Communication is between team members of a team and the playbook database via a server coupled to the playbook database and an intranet coupled to both the server and the team members. The team members have responsibility for the designing and implementing of the GP/AP system.

This application is a divisional application claiming priority to Ser.No. 09/444,254, filed Nov. 22, 1999.

CROSS REFERENCES TO RELATED APPLICATIONS

U.S. patent applications Ser. No. 09/______ entitled “System and Methodfor Assessing a Procurement and Accounts Payable System”, Ser. No.09/______, entitled “System and Method for Project Designing andDeveloping a Procurement and Accounts Payable Process”, Ser. No.09/______, entitled “System and Method for Deploying a Procurement andAccounts Payable Process”, and Ser. No. 09/______, entitled “System andMethod for Ongoing Supporting a Procurement and Accounts PayableProcess” filed concurrently herewith, assignee docket numbers EN999043,EN999117, EN999118, and EN999119, respectively, are assigned to the sameassignee hereof and contain subject matter related, in certain respect,to the subject matter of the present application. The above-identifiedpatent applications are incorporated herein by reference.

BACKGROUND OF THE INVENTION

1. Technical Field of the Invention

This invention pertains to the implementation of a procurement andaccounts payable system or application. More particularly, it relates toa system and method for assessing, preparing, designing and developing,deploying, and supporting a general procurement and accounts payablesystem using electronic requisitions.

2. Background Art

A services company may be very good at implementing informationtechnology (IT) solutions. However, as customer engagements increase,the ability of company to execute numerous engagements on time andwithin budget with quality becomes more difficult.

Today there exist many different software packages that perform projectmanagement and classes that teach methodologies for implementingsolutions that involve information technology and services. However,there is no process that combines these activities along with anevaluation of a client's general procurement (GP) and accounts payable(AP) system, or application, into one package while providing detailedimplementation instructions along with templates for completing themajor deliverables required over the course of the project. Templates,may be used herein as an equivalent term for page, form, or document asused in connection with Lotus Notes. In Lotus Notes, a page is adatabase design element that displays information; a form, like a page,displays information and also can be used to collect information; anddocuments are the elements that store information in the database. Auser is presented a form including fields for entering information. Whenthe user fills out the information and saves it, the information issaved in the data base as a document. When a user opens the document,the document uses the form as a template to provide the structure fordisplaying the data or information. Fields store data of various types,including text, dialog list, rich text, and so forth.

Scalability of engagements is a known problem, the most common solutionto which is to increase the number of persons involved. Experience hasshown that this increase results in customer dissatisfaction due toinadequate gathering of requirements, poorly trained implementationteams, missed schedules, increased costs, and lower quality.

It is characteristic of general procurement and accounts payable systemsthat no two are identical, and may differ even within wholly ownedsubsidiaries of a single corporation.

Consequently, there is a need in the art for a system and method forevaluating a potential client system and for adapting a generalprocurement and accounts payable system to the requirements of each ofmany potential clients. Further, there is a need for a system and methodfor evaluating a potential client system and for adapting a generalprocurement and accounts payable system to the requirements of each ofmany potential clients which can be licensed to third party providerstogether with a system and method for monitoring and assuring thequality of services provided by those service providers.

There is a need in the art for an integrated system for assessing,preparing, designing and developing, deploying, and supporting aprocurement and accounts payable system using electronic requisitions.

During project assessment, typically potential customers are contactedand evaluated by a marketing team that then recommends a productsolution from their menu. There is no integration of Technical TeamLeaders and Transition Management as key components of the installation.There is also limited to no flexibility to customize the product for thecustomer.

There is a large body of work on project planning in industry. Whilethey are all more or less adequate, they do not provide thecomprehensive integration of the client and supplier teams, TransitionManagement, and Quality required to accomplish a particular customer'sgoals.

Like project planning, project design and development processes are wellknown in industry. They usually consist of a project manager or teamleader that manages the implementation of a project plan and interfaceswith the client.

Deployment or implementation of a project is, again, a very standardoperation. As the project plan steps are completed, they are usuallyheld in queue until all necessary activities reach a point where thesolution can be “turned on”.

All projects have close out functions that wrap up the end of theproject. However, they do not provide for continuing support across themultitude of functions that have been used to provide the customer witha solution.

It is an objective of the invention to provide a system and method forevaluating a client's general procurement and accounts payable (GP/AP)system.

It is an object of the invention to provide an optimized solution forout-sourcing procurement of goods and services.

It is an object of the invention to provide a system and method fortraining service providers.

It is an object of the invention to provide a system and method formanaging service providers to assure quality of service.

It is an object of the invention to provide a system and method formanaging a project.

It is an object of the invention to provide an optimized generalprocurement and accounts payable system characterized by lower costs, apaperless process, and more comprehensive service with a shorter cycletime.

SUMMARY OF THE INVENTION

A system for preparing a general procurement and accounts payableapplication includes a server, a storage device connected to the server,a plurality of team terminals, and a communication link interconnectingthe server and terminals. The server is operable for (1) maintaining adatabase on the storage device of templates describing procedures forpreparing the application and (2) serving the templates to team membersoperating the terminals for coordinating, recording and tracking teamactivities with respect to preparing the application.

A method for preparing a general procurement and accounts payableapplication includes maintaining a database of templates describingprocedures for preparing a general procurement and accounts payableapplication; and operating a plurality of web-enabled user terminals toaccess via a server the database of templates for coordinating tasks bya plurality of enterprise teams preparing the procedures.

In accordance with an aspect of the invention, there is provided acomputer program product configured to be operable for preparing ageneral procurement and accounts payable application.

Other features and advantages of this invention will become apparentfrom the following detailed description of the presently preferredembodiment of the invention, taken in conjunction with the accompanyingdrawings.

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 is a high level block diagram of a general procurement andaccounts payable development and implementation system in accordancewith a preferred embodiment of the invention.

FIG. 2 is a block diagram illustrating team relationships within thegeneral procurement and accounts payable (GP/AP) development andimplementation system of a preferred embodiment of the invention.

FIGS. 3A through 3M, arranged as shown in FIG. 3, are a flow diagram ofthe assessment, preparation, development, deployment and support phasesof the method of a preferred embodiment of the invention.

FIG. 4 represents a terminal display of a playbook summary view.

FIG. 5 illustrates a terminal display of the template presented by theserver at a user terminal of FIG. 1 in response to selection by a userof “create a summary task” from the playbook summary view.

FIG. 6 illustrates a terminal display of the template presented by theserver at a user terminal of FIG. 1 in response to selection by a userof “create a detailed task” from the playbook summary view.

FIGS. 5 and 6 also illustrate fields collected in the database andselectively displayed at user terminals of FIG. 1 for each summary anddetail task, respectively, of a GP/AP system for a particular customeror project.

FIG. 7 illustrates a program storage device coupled to a computer, inaccordance with the present invention.

FIG. 8 is a flow chart depicting steps of a method for coordinating aproject for designing, implementing, and using a general procurement andaccounts payable (GP/AP) system for a customer, in accordance with thepresent invention.

FIG. 9 depicts a template linked to a document, an instruction, a flowchart, a sample questionnaire, a report model, and a checklist, inaccordance with the present invention.

BEST MODE FOR CARRYING OUT THE INVENTION

Referring to FIG. 1, in accordance with the preferred embodiment of theinvention, intranet communication facilities interconnect a plurality ofteam member terminals 64, zero or more service provider terminals 66,and client (also referred to as customer) terminals 68, and a server 62,preferably a Lotus Notes server.

Server 62 references and maintains playbook database 70. Database (alsoreferred to as the playbook, or playbook database) 70 is provided forimplementing procurement and accounts payable systems. This playbook 70defines implementation steps and templates for creating the manyrequired deliverables and project management functions. These functionsinclude start and end dates, effort, duration, and so forth. Thisplaybook also provides the steps and templates for training serviceproviders 66 and serves as the repository for completed templates and asa source for auditing the performance of the service providers. As usedherein, unless otherwise apparent from the context, system andapplications are used to refer to hardware, software, procedures,instructional materials, and so forth, for implementing a generalprocurement and accounts payable process.

Also attached to intranet 60 are requisition and catalog (Req/Cat)servers 80. Server 80 functions as a front end server to accountingsystem server 82, and is connected to a file of vendor catalogs andcontracts 72, to a client (customer) host system 74, and through afirewall to SAP servers 82. SAP server 82 is an accounting driver forthe procurement and accounts payable (A/P) system of the customer. SAPservers 82 are connected to supplier systems 84, to a customer datawarehouse 78, and to customer ledger and accounts payable systems 86,88.

During the operational phase of a completed and functioning system, acustomer (aka end user, or client) 98 enters requisitions via theintranet to server 80. Server 80 accesses client host system 74 forpricing, reports, etc., and vendor catalogs and contracts 72 to gatherinformation needed by SAP servers 82 to generate purchase orders orrequests for quotes (RFQs) to supplier 84, to update data warehouse 78,client ledger 86, and client accounts payable 88 systems. Warehouse 78stores client data maintained by the supplier of the Req/Cat and generalprocurement system, which supplier may be the primary enterprise (aprimary services organization, such as the IBM Corporation) with controlof the design and implementation of the system, or a contractor of theenterprise qualified as a third party service provider.

In operation, during presales, assessment, preparation, development,deployment and support stages, team members 64, access database 70 viaintranet 60 and server 62 to create a playbook including a detaileddescription of an accounts payable and Req/Cat system for a particularcustomer (aka client). This description is then used to personalizeReq/Cat servers 80 and SAP servers 82 for the customer installation.During operation, a user 98 accesses Req/Cat server 80 via intranet 60to enter a requisition or to query the status of previously enteredrequisition. When entering a requisition, Req/Cat responds to end user98 with a form to complete. Req/Cat 80 accesses SAP server 82 throughthe firewall with the requisition or request for status. SAP server 82,responsive to a requisition, issues a purchase order or request forquote to supplier 84, and updates accounts payable 88 and ledger 86, asrequired through the normal procurement and accounting processimplemented on behalf of the customer.

Referring to FIG. 2, the various departments and individualsrepresenting team members 64 include business office 120, architecture122, education and training 124, project manager 126, Req/Catdevelopment 128, business process design 112, electronic datainterchange (EDI) 114, application development 116, informationtechnology 130, business controls 132, procurement process 134,transition management 136, SAP development 138, marketing 118, generalprocurement operations 98, and support management 96. Each of thesedepartments and individuals perform various rolls and functions duringthe life of the project from assessment through deployment and use, aswill be more fully described hereafter in connection with FIG. 3.

Referring to FIG. 3, in accordance with the preferred embodiment of themethod of the invention, assessment 101, preparation 102, development103, deployment 104 and support 105 stages are executed to design,implement, and use a general procurement and accounts payable (GP/AP)system for a customer. Through these stages 101-105, procedures andmethods are provided for seamlessly integrating all aspects of a totalGP/AP system, including creating an electronic purchase requisition forgoods and services with flexible approval functions, through invoicingand payment.

Further in accordance with the preferred embodiment of the invention,there is provided a web enabled delivery system.

Further in accordance with the preferred embodiment of the invention,there is provided a system and method for auditing service provideractivities without being on site.

High level summary tasks implemented by playbook 70 database includebusiness controls, information technology, SAP, communication, process,testing, configuration, project management, transition management,education and training, requisition and catalog (Req/Cat). Each of thesesummary tasks, as well as the drill-down (aka subsidiary) tasksimplementing the details of each, may be accessed by team members 64 andservice provider 66 s within the playbook database 70.

Referring to FIG. 4, the playbook summary view 400 is illustrated. View400 includes a title bar 402; pull down menu tabs file 404, edit 406,view 408, create 410, actions 412, window 414, help 416; create asummary task selection button 420, create a detailed task button 422, afolders and views section 424, and a task title display and selectionarea 426 which also includes a by column 436 and a status column 438with an entry for each task displayed in area 426. With by categorybutton 430 and all tasks button 432 selected, all tasks 434 ishighlighted and display 426 presents a listing of tasks organized bycategory.

Referring to FIG. 5, the summary task template 440 presented to the userupon selection of create a summary task 420 is illustrated. As will bedescribed hereafter, there are two flavors of template 440, one formajor operations, and one for major steps within each major operation.

Referring to FIG. 6, the detail task template 520 presented to the userupon selection of create a detailed task 422 is illustrated.

FIG. 8 depicting steps 21-25 of a method for coordinating a project fordesigning, implementing, and using a general procurement and accountspayable (GP/AP) system for a customer, in accordance with the presentinvention.

Step 21 of FIG. 8 enables communication between team members of a teamand a playbook database via a server coupled to the playbook databaseand an intranet coupled to both the server and the team members, asdepicted in FIG. 1 for team members 64 coupled to the playbook database70 via server 62 and intranet 60, described supra. The team membershaving responsibility for said designing and implementing of said GP/APsystem as described infra.

Step 22 of FIG. 8 maintains a playbook database, illustrated as theplaybook database 70 of FIG. 1. The playbook database comprises aplurality of templates of information relating to designing,implementing, and using the GP/AP system, the plurality of templatesbeing particularized for the customer, described supra. Examples oftemplates of the plurality of templates include the summary tasktemplate 440 of FIG. 5 and the detail task template 520 of FIG. 6,described infra.

Step 23 of FIG. 8 displays a playbook summary view, illustrated as theplaybook summary view 400 of FIG. 4, described infra. As shown in FIG. 4and described infra, the playbook summary view comprises a folders andviews section 424, a task title display and selection area 426, asummary task creation button 420, and a detailed task creation button422.

Step 24 of FIG. 8 displays a summary task template, illustrated as thesummary task template 440 of FIG. 5, described infra. The summary tasktemplate 440 of FIG. 5 is for a selected first task of the tasksidentified in the task title display and selection area 426 of FIG. 4,wherein the summary task template being displayed is in response to aselection of the summary task creation button 420 of FIG. 4. The summarytask template 440 of FIG. 5 includes summary parameters of the selectedfirst task as described infra in conjunction with FIG. 5.

Step 25 of FIG. 8 displays a detailed task template, illustrated as thedetailed task template 520 of FIG. 6, described infra. The detailed tasktemplate 520 of FIG. 6 is for a selected second task of the tasksidentified in the task title display and selection area 426 of FIG. 4,wherein the detailed task template being displayed is in response to aselection of the detailed task creation button 422 of FIG. 4. Thedetailed task template 520 of FIG. 6 includes detailed parameters of theselected second task as described infra in conjunction with FIG. 6.

Selection of create summary task 420 presents a first summary tasktemplate 440 that used to design and describe a high level summary taskfor one of the playbook operations. In a preferred embodiment of theinvention, there are thirteen such high level summary tasks, includingassessment, business controls, configuration, education, image,information technology (I/T), marketing, process, project management,requisition and catalog (req/cat), SAP, testing, and transitionmanagement. The summary and detail tasks within these high level summarytasks are further organized into five major processing segments:assessment 101, project preparation 102, project design and development103, deployment 104, and ongoing support 105. A high level summary taskprovides a summary of the inputs to the task, and of the output(deliverables) after all detailed tasks are completed. There two levels,or templates for summary tasks: one for major operations, the second formajor steps within each operation.

Activation of create a detail task 422 presents to the user a thirdtemplate 520 which is used to summarize the detailed tasks for eachmajor step of a summary task.

The first and second templates 440 are almost identical. They includethe fields set forth in Tables 1 and 2. Third template 520 contents aresummarized in Table 3.

TABLE 1 SUMMARY TASK TEMPLATES PART 1 SECTION 1: CREATION STATUSCategory 444: Categories include education, req/cat development, SAPdevelopment, transformation management, architecture, procurementprocess. Team 446: Specific project team responsible for this task.Offering type 448: Kind of product being brought to client: req/catonly, SAP only, and req/cat and SAP. Stage 450: The stages areassessment 101, project preparation 102, project development 103,deployment 104, and support 105. Doc owned by 452: Team 140 owner ofdocument, the designer of this one template. The teams 140 are thoseillustrated in FIG. 2. Doc created by 454: Author of this one template.Dev status 456: Approval status: first draft, final edit, finalapproval, etc. Only owner 452 can change this status. Only the owner 452can approve the content of this template (task). SECTION 2: IMPORTANCEBUTTONS Education 462: Represents a combination of things, including (1)does someone need to be taught how to do this task, (2) is it somethingthat should be included in the education package to the customer.Certification 464: Indicates whether or not an implementer of this task(ie, service provider) must be certified. Auditable 466: Indicateswhether or not it is a task that Enterprise would be able to or needs toaudit performance by the implementer/service provider Milestone 468:Indicates if this task is a critical accomplishment in the path ofcompleting the implementation of the offering type. Critical path 470:Indicates if this is a task that must be completed in order to advanceto the next task in order to complete the offering type, and can changeduring the course of the project as tasks are completed and the overallenvironment changes. SECTION 3: IMPLEMENTATION Task order 472: A numberassigned to a detailed task that shows its order under the summary task.% complete 474: An estimate of how complete is this task document in itsdevelopment for a particular customer. Executed by 458: Name of serviceprovider (eg., Enterprise, or some Enterprise partner). Performed by460: Technical team responsible for doing this task. Priority 476: High,medium, low priority, based on whether this task is in critical path,and whether or not it needs to be done in support of some subsequenttask. Work effort 478: Estimated time required to complete this task. --Sequence 480: A number assigned to a summary task that shows its orderunder a higher level task. Task status 482: Represents how far theservice provider has progressed in its implementation of this task. Thisis rolled up to Lotus Notes database 70 to enable the owner to trackprogress of the service providers during the audit phase.

Table 2 sets forth the template 440 fields which may vary betweentemplates, including those for major operations and major steps withinan operation.

TABLE 2 SUMMARY TASK TEMPLATES PART 2 SECTION 4: SUMMARY TASK DETAILSDescription 490: High level summary description of major operations orsteps. Assumptions 492: What if any assumptions apply. Prerequisites494: Tasks that must be completed before this task can complete.Critical success factors 496: Description of tools, techniques,relationships, understandings, technical and relationship skills andcommitments, knowledge base of team and customer, and so forth, neededto accomplish this task. Deliverables 498: Expected output of this task.SECTION 5: APPROVALS Task approver 500: Identity of approvers.Notification date 502: Date approvers notified. Request approval 504:Electronic signature of approval. SECTION 6: PROJECT REFERENCE Commentsand dialog 506: General comments (open season). Deliverable checklist408: Checklist of deliverables. Approval status 510: List of approversof this document and status of their approval. Edit history 512: Listingof persons who have modified this document during its preparation(service provider is not allowed to change these task descriptions.)

TABLE 3 DETAIL TASK TEMPLATE SECTION 1: CREATION STATUS SECTION 2:IMPORTANCE BUTTONS SECTION 3: IMPLEMENTATION Sections 1, 2 and 3 are thesame as for templates 440, with the addition of: Support resources 524:People needed to support completion of this task. Assigned to 526:Person executing this task. SECTION 4: DETAIL TASK DETAILS Description490: Description of this task. Prerequisites 494: Tasks that must becompleted before this task can complete. Task steps 528: Specificdetailed steps that need to be accomplished to complete the task.Analysis 540: A description of what needs to be analyzed to come up withthe right answer for the customer. (The resulting output will varydepending upon the results of the analysis - but this document doesn'tchange as a result of the analysis). Deliverables 530: Expected outputof the task. Methodology attachments 532: Potential attachments, may beblank: anything from presentation charts, to questionnaires, toarchitecture charts - depends upon the task. SECTION 5: PROJECTREFERENCE AREA Comments & Dialog 506: Comments. Deliverable Checklist508: Checklist, attachment listing (other than method attachments,supra). Approval status 510 List of approvers and the status of theirapproval (with respect to approval of this document, not of theimplementation of the task, which is handled by the audit process). Edithistory 512: Listing of persons who have modified this document duringits preparation (service provider is not allowed to change these taskdescriptions.)

Database 70 at server 62 includes all summary and detail tasks templateswhich have been completed in a set for a particular customer. An initialset of the tasks listed in Table 4 is provided for each customer, butduring project implementation phases 101-105, these are configured orpersonalized to the customer.

While many summary and detailed tasks of Table 4 do not appear in theflow chart of FIGS. 3A-3M, those selected illustrate a flow from startto finish across the five major stages—and form a representative, if notcritical, path through them. As shown in FIGS. 3, and 3A-3M, thetransitions between stages 100-105 are, in some instances, blurred and aparticular task may be allocated to either or both of two of thesestages.

In each stage, the key to success is the integration through the use ofthe templates of the groups (FIG. 2) and activities (Table 4, bothsummary tasks and detail tasks.) Also, an important aspect of theinvention is the method provided across the five stages (FIG. 3) foreffecting a transition from a legacy process, including hardware,software, work procedures and human resources, to a new process.

Table 4 is a chart of summary and detail tasks, pursuant to a particularembodiment of the invention, available for presentation in display area426 of playbook summary view 400 upon selection of button 432. Selectionby a user in display area 426 of a task designated with two or threealpha-numeric reference numerals P1, P11, P12, . . . , results indisplay of a template 440 personalized to the summary task, andselection of a task designated with four or more alpha-numeric referencenumerals P111, P112, . . . , result in display of a template 520personalized to the detail task. A user with appropriate authority maythen view, correct, update, approve or otherwise modify the displayedtask. The names of the detail tasks set forth broadly the functions ormethod steps performed in implementing the superior summary task. InTable 4, each summary task is identified in the first column by thestage 100-105 to which it pertains, in the second column by a taskidentifier P11, P12, . . . , and, for selected tasks, in the thirdcolumn by the process step (150, . . . , 354 in FIGS. 3A-3M) to which itpertains. In general (with very few exceptions), a detail task pertainsto the same stage 100-105 as its summary task.

TABLE 4 CHART OF SUMMARY AND DETAIL TASKS Summary Tasks Stage Task IDStep   Detail Tasks FOLDERS AND VIEWS BY CATEGORY ALL TASKS P1ASSESSMENT 101 P11 Perform customer service offering assessment 101 P111174   Perform customer business   assessment 101 P112   Perform customerbusiness   assessment e-Req/Cat 101 P113   Develop workshop managementplan 101 P114   Develop workshop management plan e-   Req/Cat 101 P115  Review findings from marketing   procurement consulting engagement 101P116   Review findings from marketing   procurement consultingengagement   e-Req/Cat 101 P117 176   Formulate workshop approach 101P118   Formulate workshop approach e-   Req/Cat 101 P119   Prepare forworkshop 101 P11A   Prepare for workshop e-req/Cat 101 P12 178 Introducerecommend service offering to customer 101 P121   Present serviceoffering to   customer (perform workshop) 101 P122   Present serviceoffering to   customer (perform workshop) e-   Req/Cat 101 P123  Formulate proposal approach 101 P124   Formulate proposal approach e-  Req/Cat 101 P13   Create proposal and contract 101 P131   Develop andcost proposal 101 P132   Develop and cost proposal e-Req/Cat 101 P133  Draft and price customer contract 101 P134   Draft and price customercontract   e-Req/Cat P2 BUSINESS CONTROLS 103 P21 Business controlrequirements 103 P211 290   Confirm business controls   requirements 103P212   Confirm separation of duties (SOD)   requirements 104 P213 292  Conduct ASCA self-assessment 104 P214   Risk assessment 104 P215 224,294   Conduct ASCA/business controls   review 102 P2151   Confirm imageproduction system   management strategy P3 CONFIGURATION 103 P31 320Conduct Req/Cat functional detailed fit gap analysis 103 P311   ConfirmReq/Cat organizational   hierarchy 103 P312   Define the Req/Catfunctional   detailed fit 103 P313   Resolve functional gaps for Req/Cat103 P32 324 Configure Req/Cat offering 103 P321   Confirm and refine“Ives Team   Studio” for code tracking 103 P322   Confirm and refineReq/Cat initial   settings and organizational   structure 103 P323  Confirm and refine Req/Cat   authorizations 103 P324   Refine andvalidate final Req/Cat   configuration 103 P33 Customize Req/Catoffering 103 P331   Validate and customize Req/Cat core   applicationchange request 103 P332   Refine and validate final   customization forReq/Cat 103 P34 Produce custom Req/Cat programs 103 P341 276   Validateand code bridge change   requests (SAP and Req/Cat) P4 EDUCATION ANDTRAINING 102 P41 Develop customer education and training strategy 102P411   Validate customer education &   training objectives 102 P412 190  Define the training requirements   and approach 102 P413   Confirm theeducation & training   strategy 102 P42 Define system managementprocesses 102 P421   Define SAP correction and transport   process 102P422   Define and agree on service level   agreement SLA 102 P423  Define and administer SAP release   control process 102 P424   DefineReq/Cat transport process 102 P425   Define and administer version  control process 103 P43 192 Define user documentation and trainingrequirements 103 P431   Define customer user audiences and  requirements 103 P432   Confirm user documentation   requirements andstandards 103 P433   Conduct detailed end-user task   analysis 103 P434  Assess user skills and training   needs 103 P435   Validate end-usercourses and   content 103 P436   Identify users and course attendees 103P437   Define and notify training   attendees 103 P44   Develop usertraining documentation 103 P441   Produce customer specific end-user  documentation 103 P442   Confirm training evaluation  materials/approach with customer 103 P443 194   Setup training systemenvironment 103 P444   Validate training logistics 103 P445 198  Conduct pilot training with super   users 103 P446 196   Arrangedocumentation and training   material production 103 P45 Internal(Enterprise, service provider) training requirements 103 P451   Identifyand organize appropriate   internal training 104 P46   Conduct end-usertraining 104 P461   Conduct train-the-trainer sessions 104 P462 214, 230  Perform training 104 P463 212   Conduct new buyer training P5 IMAGE103 P51 Conduct image functional detailed fit gap analysis 103 P511  Define the image functional   detailed fit 103 P512   Resolve imagefunctional gaps 103 P52   Configure image offering 103 P521   Refine andvalidate final image   configuration 103 P522   Confirm and refine imageinitial   settings P6 I/T 103 P61 Establish customer network/computinginfrastructure 103 P611   Confirm component delivery 103 P612  Establish network/computing   hardware/software architecture  infrastructure 103 P613   Ready network/computing environment 103 P62  Establish EDI infrastructure 103 P621   Establish EDI infrastructure103 P622   Conduct trading partner testing   (IT) 102 P623   Confirm EDIstrategy 102 P6231   Setup image system environments 103 P6232  Establish cutover checklist and   perform pre-cutover activities for  image production environment 104 P6233   Validate image productionsupport   for system management 103 P63   Develop reportinginfrastructure 103 P631   Develop reporting infrastructure   (LIS/EIS)103 P632   Develop DataMart extracts 103 P633 232   Develop additionalreports   (customer/operations) 102 P64   Perform bridge architectureassessment 102 P641   Perform bridge architecture   integration pointinterfaces work   session 102 P642 158   Define bridge architectureproject   objectives document 102 P65 Validate bridge, EDI, vendorreporting requirements 102 P651 270   Develop and manage bridge  architecture implementation work   plan 102 P652   Analyze EDIrequirements 102 P653   Determine EDI communication   environment 102P654   Analyze vendor master data load 102 P655   Analyze operationalreporting   requirements 102 P656   Analyze customer requirements for  DataMart implementation 102 P657   Schedule and conduct weekly  interlock meeting 102 P658   Vendor lead client analysis 102 P66 Setup development/integration environment 102 P661   Set up SAPdevelopment/integration   environment 102 P662   Set up Req/Cat systemenvironments 103 P67   Set up consolidation/test environment 103 P671  Set up SAP consolidation/test   environment 104 P68 218 Set upproduction environment 104 P681   Convert vendor master into  production environment 104 P682   Determine EDI tasks for production  environment set up 104 P683   Execute SAP cutover checklist 104 P684  Set up SAP production environment 104 P685   Establish SAP batchschedule 104 P686   Set up trading partners in   production environment104 P687   Vendor lead client deployment 103 P688   Establish cutoverchecklist and   perform pre-cutover activities for   SAP productionenvironment 103 P689   Establish cutover checklist and   performpre-cutover activities for   e-Req/Cat production environment 105 P69Refine/execute production support for system management 105 P691 234  Perform on-going support activities   for Req/Cat 105 P692   Postdeployment reporting support 105 P693   Develop new bridges andapplication   extensions post go live 105 P694 236   Support new EDItransactions post   go live 105 P695   Execute system managementsecurity   support procedures 105 P696   Execute data management support  procedures 105 P697 236   Execute EDI support procedures 105 P698  Execute system management   operational support desk procedures 105P699   Execute system management batch   support desk procedures 105P69A   Execute system management SAPBI   support procedures 105 P69B  Execute system management master   data support procedures 105 P69C  Execute production support for   system management 103 P6A    Establish vendor master environment 103 P6A1   Establish vendormaster 103 P6A2   Confirm vendor master 103 P6A3   ALE configuration forVLC 103 P6B Establish bridge architecture infrastructure environment 103P6B1 272   Develop detail architecture   requirements definition 102 P6C274 Validate system infrastructure requirements 102 P6C1 280   Analyzecurrent network/computing   infrastructure 102 P6C2   Determinenetwork/computing   requirements for project 102 P6C3   Confirm andbegin network/computing   component acquisition 102 P6C4   Order anddelivery of   infrastructure components P7 MARKETING 100 P71 Participatein marketing procurement consulting engagement 100 P711 170   Qualifypotential client 100 P712   Qualify potential client e-Req/Cat 100 P713  Develop assessment statement of   work (SOW) e-Req/Cat 100 P714  Develop assessment statement of   work (SOW) P8 PROCESS 102 P81 156Customer process introduction 102 P811   Conduct customer introductionto   Golden procurement and A/P   processes 102 P82 Process reviews withcustomer - procurement and A/P 102 P821 344   Review procurementprocesses with   customer 102 P822 342   Review A/P processes withcustomer 102 P83 Assess customer impact on internal Enterprise workload102 P831   Identify current and potential   supplier catalogs forcustomer 102 P832 340   Perform assessment of customer   purchasingbusiness 103 P84   Process alignment customer/Golden 103 P841  Determine GAPs between customer and   golden processes 103 P842  Perform process GAP resolution 103 P85   BMP process and proceduresmanagement 103 P851   Codes and procedures 103 P852 348   Update andreview process   management & procedures manual 103 P86   Supplierreadiness 103 P861 210   General supplier introduction 103 P862   Managetrading partner - EDI   suppliers 103 P863 346   Establish ASAPsuppliers for   customer (ASAP = a SAP supplier not   requiring a buyer)103 P864   Manage customer supplier outline   agreements 103 P865  Customer freight procedures 104 P866   Supplier memo mailing P9PROJECT MANAGEMENT 102 P91 180 Initiate project planning 102 P911 160  Confirm project scope and   implementation strategy 102 P912   Confirmproject organization and   assign resources to roles 102 P913   Prepareand validate project plan   and procedures 102 P914   Establish projectteam working   environment 102 P915   Orient project team 102 P92 150Confirm and refine project management standards and procedures 102 P921  Confirm and refine issue management   plan 102 P922   Confirm andrefine project   documentation 102 P923 152   Confirm and refine quality  assurance standards 102 P924   Create team building plan 102 P93  Confirm implementation strategies 102 P931   Confirm systemconfiguration   standards 103 P9311    Customize image offering 103P9312    Validate and customize image core    application change request103 P93121     Refine and validate final     customization for image 102P932   Confirm CR/PTR process 102 P933   Confirm testing strategy 102P934   Confirm production support &   operations strategy 102 P935  Confirm SAP production system   management strategy 102 P936   Confirme-Req/Cat production system   management stategy 102 P937 282   Confirmnetwork/computing strategy 102 P938   Confirm vendor conversion strategy102 P94 162 Prepare project team 102 P941   Conduct kick-off meeting 102P942   Conduct project team standards   meeting 102 P943   Conductproject team training 102 P95 352 Define production support plans 102P951   Define system management SAP   resource requirements 102 P952  Define system management e-Req/Cat   resource requirements 102 P953  Define production support accounts   payable plan 102 P954   Defineproduction support CSC plan 102 P955   Define production support general  procurement plan 102 P956   Confirm SAP system authorizations   forproject team 102 P957   Confirm Req/Cat access control list   (ACL) 102P958   Define system management image   resource requirements 102 P96  Initial quality assurance review 102 P961   Initial QA review 103 P97Review project status and refine project &104 plan 103, P971   Conductproject team status &104   meetings 103 P972   Conduct steeringcommittee meetings &104 101 P98 Obtain customer approval 102 P981   Wonbid analysis/transition to   implementation team 102 P982   Won bidanalysis/transition to   implementation team e-Req/Cat 101 P983  Conduct lost bid analysis 101 P984   Conduct lost bid analysise-Req/Cat 104 P99   Validate production support 104 P991   Validate SAPproduction support for   system management 104 P992   Validateproduction support for   accounts payable 104 P993   Validate productionsupport for CSC 104 P994   Validate production support for   generalprocurement 104 P995   Validate Req/Cat production support   for systemmanagment 105 P996   Validate education & training   production supportactivities 104 P9A Perform go live project office activities 104 P9A1  Ensure go live check lists   activities 104 P9A2   Go/no-go decisionfor go live 103 P9B Interim quality assurance reviews &104 103 P9B1  Interim QA reviews &104 105 P9C 244 Post-implementation qualityassurance review 105 P9C1   Post-implementation QA review 105 P9DProduction support review 105 P9D1   Confirm production environment PAREQ/CAT 102 PA1 Identify customer responsibilities for Req/Cat 102 PA11  Identify country/global   administrators & neg. con person 102 PA12  Perform country administrator   education 103 PA2 Prepare and loadReq/Cat catalog data 103 PA21   Perform Req/Cat catalogue tasks 104 PA3Req/Cat production readiness 104 PA31   Confirm Req/Cat for production  environment 104 PA32   Set up Req/Cat tables in production 104 PA33  Prepare Req/Cat production copy 104 PA34   Execute Req/Cat go livechecklist PB SAP 103 PB1 254 Conduct SAP functional detailed fit gapanalysis 103 PB11 250   Confirm SAP organizational   hierarchy 103 PB12  Define the SAP functional detailed   fit 103 PB13   Resolve SAPfunctional gaps 103 PB2 Produce custom SAP programs 103 PB21   Developand validate SAP custom   programs 103 PB3 252 Configure SAP offering103 PB31   Confirm and refine implementation   guide 103 PB32   Confirmand refine SAP initial   settings and organizational   structure 103PB33   Confirm and refine SAP end user   authorization profiles 103 PB34  Refine and validate final SAP   configuration 103 PB4 Customize SAPoffering 103 PB41   Validate and customize SAP core   application changerequest 103 PB42   Refine and validate final   customization for SAP PCTESTING 103 PC1 256, 260, Perform preparation activities for 322 testing(both Req/Cat and SAP) 103 PC11   Confirm and refine test case  templates 103 PC12 258, 326   Build comprehensive test   plan 103 PC13  Develop test environment plan 103 PC14   Create test casespecifications 103 PC15   Build/reuse test cases 103 PC16   Determinetesting tools 103 PC17   Review and validate comprehensive   test plan103 PC2 216 Perform comprehensive testing 103 PC21   Perform unit test103 PC22 262   Perform component test 103 PC23 264, 328   Performintegration test 103 PC24   Administer network/computing   performancemonitoring 103 PC25 266, 330   Perform system test 103 PC26 220  Perform user acceptance test 103 PC27   Perform other required testing103 PC271   Support comprehensive image testing 103 PC28   Supportcomprehensive e-Req/Cat   testing 103 PC29   Support comprehensive SAPtesting 103 PC2A   Support comprehensive image testing PD TRANSITIONMANAGEMENT 101 PD1 172 Introduce transition management (assessment) 101PD11 172   Develop initial assessment of   client 101 PD12   Providetransition management   workshop presentation 102 PD2 154 Modeltransition management (project preparation) 102 PD21   Providetransition management   strategy 102 PD22   Evaluate cultural impact of  solution 102 PD23 300   Develop/confirm transition   management plan102 PD3 Develop communication plan (project preparation) 102 PD31 304  Build/confirm campaign plan 102 PD32 302   Update communicationstrategy 102 PD33   Deliver announcement/kickoff   communication 103 PD4Initialize transition management (design and development) 103 PD41  Create incentive/reward program 103 PD42   Assess supplier impactsrelated to   transition management 103 PD43   Assess Enterprise supportimpacts   related to transition management 103 PD44   Design detail golive   material/activities 103 PD45 308   Create policy changes 103 PD46  Identify/plan for security 103 PD47   Detail process transition plan103 PD48 306   Detail human resources plan 103 PD49   Detail employeerelations plan 104 PD5 Ensure transition management activities (deploy)104 PD51 350   Ensure new process management   system in place 104 PD52222   Perform client readiness assessment 104 PD53   Perform transitionmanagement go   live activities 104 PD54 240   Manage human resourcesactivities 105 PD6 Communication (support) 105 PD61   Thanks tousers/suppliers 105 PD7 Validate transition management (support) 105PD71   Monitor human resource issues 105 PD72   Assess effectiveness oftransition   management program 105 PD8 Perform post implementationsurvey (support) 105 PD81 242   Administer post go live survey 105 PD82  Present and act upon survey   findings PE NOT CATEGORIZED 104 PE1 200Perform go live process activities 104 PE11   Allocate buyer codes tocommodities 104 PE12   Enter blanket orders . . . PE2 Table templatedocument . . . PE21   Table template document

Project Assessment 101

Referring to FIG. 3 in connection with FIG. 2, project assessment phase101 follows pre-sales phase 100, during which marketing makes itsinitial contact with the prospective client, or customer.

After initial contact from marketing 118, the main thrust of AssessmentProject 101 is to provide an integrated, cross-functional customersolution to the client. An assessment team is led by the Business Office120, but requires input and participation from the project leaders ofArchitecture 122, Transformation Management 136, Business Process 112,EDI 114, and Application Development 116.

Assessment 101 begins with a complete review of the client's currentgeneral procurement and accounts payable processes. This includesdebriefing the initial marketing team 118, instructing the projectleaders 126, and accumulating all other relevant data available aboutthe client's processes, tools, and organizational structures. TheAssessment Team then defines an integrated customer solution that coverstechnical, educational, and Human Resource issues.

The delivery of the Workshop is intended to present an overview of thecustomer solution, initiate discussions on process analysis andstrategic implementation, and confirmation of the solution fit. Specificgoals of a workshop phase within assessment stage 101 include thefollowing:

-   (1) Prepare and deliver a presentation to the customer defining the    service offering, including any essential documentation on the    offering, and a demonstration of the end-user tool(s), as    applicable.-   (2) Collect area specific information and customer requirements on    network process sourcing, procurement, accounts payable, and    finance; and EDI, I/T, and transition management.-   (3) Identify high level gaps in each such area.-   (4) Identify additional high level requirements for new process    support, and for conversion requirements, including requirements for    commodity structure, account structure, vendor, and contracts.-   (5) Identify interface requirements, including requirements for HR,    cost center, catalogs, ledger, information warehouse.-   (6) Validate accounting for project, appropriation, contract, job,    tax reporting, currency, and check reconciliation.-   (7) Identify requirements for network, EDI, testing, and application    development including new reports, new interfaces, and new features.-   (8) Assemble a high-level gap analysis.-   (9) Create a high-level Customer Scope Document.-   (10) Confirm the recommended solution.

At the completion of the workshop phase, the assessment team 106convenes to develop and cost the final customer solution and proposal.At this time, the members of assessment team 106 assemble, understand,and validate the collected data; review standard proposal options withassumptions and identify items that apply to this client; create a draftof the proposal including scope, risk, schedule, and resources; reviewthe draft with team and other project members to obtain sizing andcosting information for each area; compile costing information to add tothe proposal; and perform QA review of the system integration,application development, managed operations (including service deliverycenter (SDC), application IT, and Process Operations) proposals, and ofthe overall proposal.

The resulting proposal is delivered or presented to the client. FinalAssessment activities include follow up query responses and, should theproposal be declined, a loss analysis. This loss analysis feeds backinto assessment process 101 to improve its overall effectiveness andefficiency.

Referring to Table 4, summary tasks pertaining to assessment stage 101are listed, together with included detail tasks. For each task, atemplate 440 or 520 is maintained in data base 70, and accessed by team108 members and others through summary view 400 to track progress(including viewing, updating, sharing, and approving) during thisassessment stage 101.

Project Preparation 102

Referring further to FIG. 3, project preparation stage 102 sets up theproject, initializes detail planning, and models the plan for making thetransition from the client's legacy system and process to the new systemand process (or, offering).

A critical element of this stage is to ensure resources are assigned totransition management 136, both from the project implementation team 126as well as from the client. During this stage the transition activitiesrequired for a smooth migration from the old client process and systemto the new service offering are modeled. The result is a detailedtransition management plan that is specifically designed for the client.Stage 102 tasks and deliverables include the following:

-   (1) Perform analysis on the client HR environment, including    organization structure and relationships, labor relations,    management, administration, and end user roles and responsibilities,    and the general HR environment.-   (2) Develop and approve the detailed transition management and    communication plan.-   (3) Update the client specific transition management strategy.-   (4) Define the quality assurance (QA) process required to assure    that a project conforms to documented standards and meets documented    requirements. The purpose of this task is to confirm the quality    assurance standards between Enterprise and the client, and    identifies the tasks that are to be audited by the Enterprise    Technical Center.    The QA review is a beneficial process for the project as it timely    recognizes potential risk areas and reduces the possibility of    project delays while achieving faster implementation, attaining low    cost and increasing the customer's level of confidence. Deliverables    of the QA review task include the following:-   (1) Confirm and refine quality assurance standards with the    customer.-   (2) Confirm that technical requirements can be met.-   (3) Confirm that business and financial measurements can be met.-   (4) Confirm that the proposal is complete and the required processes    have been followed.-   (5) Establish QA schedule for the project.

Integration of all critical Enterprise and client team members providesthe glue to assure a smooth project. By completing the detailed taskswithin project preparation stage 102, the recommended implementationstandards, procedures and strategies for the project are shared with thetechnical and business functional members of the project team as well aswith the customer. All team members have input in this process, andunderstand the basic procedures, once they have been agreed to. Theseprocedures, documented in summary and detail task templates listed inTable 4, include the following:

Configuration Standards

CR/PTR Process

Testing Strategy

Production Support and Operations Strategy

SAP System Management Strategy

Req/Cat System Management Strategy

Network Computing Strategy

Vendor Conversion Strategy

Project Design and Development 103

Referring further to FIG. 3, project design and development phase 103provides and documents in a database of templates referred to as aPlaybook, the business controls, transformation management, and SAP andReq/Cat customization required for an integrated approach to a completecustomer solution.

During this stage 103, business controls 132 provides a comprehensiveprocess that identifies key control points and establishes detailedprocedures to assure a quality installation. The deliverables includedocumentation, separation of duties, sensitive programs, logical accesscontrol, logging (audit trail), change control for tables, changecontrol for programs, system testing, input controls, processingcontrols, error handling controls, output controls, balancing andreconciliation, vital records and disaster recovery, records management,reports, local area network (LAN), and country specifics, as describedbelow:

-   (1) Documentation: an assessment of the quality and completeness of    existing program documentation and a determination of the degree to    which programs could be efficiently reconstructed if they were    destroyed.-   (2) Separation of duties: the duties of the programmer, computer    operations, and user groups are reviewed to ensure that separation    of duties problems do not exist. No one individual can control    activities within a process (or any event in a string of events) in    a way that permits errors of omission, or commission of fraud,    theft, etc., to go undetected.-   (3) Sensitive programs: controls must be in place to prevent    unauthorized modification and/or use of the application.-   (4) Logical access control: while programs are generally controlled    by a site procedure, application data has a formal access control    mechanism.-   (5) Logging (audit trail): a logging mechanism is established to    ensure the audit trail is correct.-   (6) Change control (tables): a change control system is put in place    to evaluate, justify and control changes to tables.-   (7) Change control (programs): a change control system is put in    place to evaluate, justify and control changes to programs.-   (8) System Testing: system testing procedures are effectively    planned and carried out to ensure that controls are successfully    tested and documented.-   (9) Input controls: to insure accuracy and completeness of    information entering an application.-   (10) Processing controls: controls are applied for entry of data    into the computer application system that ensure accuracy and    completeness of data during computer processing.-   (11) Error handling controls: controls for error handling and    reprocessing of transactions.-   (12) Output controls: output controls ensure the integrity of the    output data from conclusion of computer processing to delivery to    the user.-   (13) Balancing and reconciliation: verifies that procedures to    reconcile output to input are effective.-   (14) Vital records and disaster recovery: disaster recovery is    designed to provide for the continuity or rapid system restoration    of a business process immediately following a natural or man-made    emergency or disaster.-   (15) Records management: verify that information is managed with    sound business practices and controls.-   (16) Reports: verify that reports are distributed properly.-   (17) Local Area Network (LAN): Refer to ITCS 201, “Security    Standards for Local Area Networks and Distributed Computing.”-   (18) Country specifics: verifies that any questions particular to    this specific country are completed.

Req/Cat is a requisition and catalog product designed, developed, andmaintained by Enterprise for use in systems such as those developed inthis stage 103.

SAP is an financial and accounting package which an enterprise orcompany may license for its own use and for its customers. SAPconfigurators that customize package programs to fit the needs of theclient are provided for use during design and development stage 103. Allother installations of SAP are “off the shelf”, with the client changingits internal structures to fit SAP requirements.

Transition management is the most overlooked part of any implementationprocess. It is critical to address the corporate culture and personalityat the earliest contact. Strategic and tactical plans may then bedeveloped that guide the implementation through “Go Live” and for anagreed period thereafter. The purpose of transition management steps ofthe design and development stage 103 is to provide guidance to thedevelopment team members as they work with the client to institutepolicy changes that might be introduced as part of the implementation ofthe new process and system. Necessary changes to the legacy system areidentified and a plan developed to announce and introduce changes inpolicy. Policy change includes key business rules that are part of themanagement system for purchasing and procurement. They may be associatedwith approval levels or procedural changes in the new system. The targetis not the day to day operation but management decision and supportsystems that might be affected. The areas addressed include:

Measurements (old and new)

Management system

Approval levels

Supplier contacts and contracts

Reward systems

Incentive Plans

Security

Employee and user changes

All of these areas require strategic and tactical planning that includesthe following steps:

-   (1) Identify the current (legacy) system or process and compare it    to the new process or system to be implemented to identify gaps.-   (2) Develop specific recommendations for gaps between the legacy and    the new system or process, identifying the level of sensitivity and    whether or not action is required as part of the transition.-   (3) Determine the announcement and transition (or, cut over) date    for each action identified.-   (4) Design a communications plan to build the message and media for    communicating the changes to affected parties.-   (5) Design a process transition plan to ensure the elements of    change are integrated into the overall plan for the process.-   (6) Determine how the policies must be modified according to new    standards and procedures-   (7) Determine what new policies and procedures will be implemented    as part of the process and system.

Finally, integration of the above design and development stage 103process steps along with the technical teams involved allow the deliveryof a cross-functional solution under one unified and managed plan.

Project Deployment 104

Referring again to FIG. 3, project deployment phase 104 uses thePlaybook to improve deployment of (1) quality, or application systemscontrol and auditability (ASCA), (2) transition management, and (3)integrated project management systems and procedures.

1. Quality (ASCA)

A business controls team provides dedicated resources throughout thelife cycle of the project. During the project development stage 103,this team has planned and executed an ASCA self-assessment that hascovered an extensive list of technical, business, financial, and clientissues. In this deployment stage 104, its members are responsible formanaging an independent audit that will cover the same areas. Theindependent auditors then issue an acceptance position that is requiredbefore the client can “Go Live” with the new system and process.Deployment stage 104 activities include:

-   (1) Create the project plan for ASCA Review preparation activities.-   (2) Determine which Enterprise organization will conduct the ASCA    and business controls review.-   (3) Prepare all ASCA documentation required for the review.-   (4) Prepare all sub-process overviews and descriptions of process    flow.-   (5) Ensure the test plan includes those elements of the ASCA checks    required to ensure business controls, separation of duties, and    authorization matrices, data integrity and security.-   (6) Create, update and complete all required documents of    understanding (DOU's) & service level agreements (SLA's).-   (7) Ensure the separation of duties matrix (SOD) is current at time    of final review.-   (8) Review all testing and obtain test approvals.-   (9) Ensure all approvals have been obtained and signed approval    forms available for ASCA Review. These include approvals for process    ownership, ASCA requirements, self-assessment and system cutover.

2. Integrated Project Management

During this deployment stage 104, project manager 126 has the task tovalidate and confirm that all checklists and status are acceptable priorto Go-live. This includes the readiness of all aspects of the project,and once satisfied, a review is conducted and the customer's formalsign-off for Go-live is obtained. Status transition management andclient readiness assessment and confirmation activities includeverification that:

-   (1) No critical open issues exist in any area.-   (2) All relevant aspects of readiness have been included in the    status check.-   (3) Network and computing performance testing is complete.-   (4) System test is complete.-   (5) User acceptance test is complete.-   (6) System management production environment Go-live checklist is    complete.-   (7) Any needed CR's and PTR's have been generated.-   (8) Production support is in place.-   (9) Supplier readiness is reviewed and accepted.-   (10) Service provider readiness is confirmed.-   (11) Enterprise GP readiness is confirmed.-   (12) Review of the compiled check information is completed.-   (13) Customer sign-off on the Go-Live decision is obtained.

3. Transition Management

A transition management team prepares for the deployment, or “Go Live”of the client solution. During this deployment stage 104 in the project,virtually all technical problems are resolved and systems configured.The client is now ready to deploy and the human factors must beaggressively managed to assure a smooth transition from the legacysystems to the improved client solution. Transition managementactivities within deployment stage 104 ensure that organization,measurements, management, support, and labor relations functions aredeveloped, explained, reviewed, understood, in place or on schedule, asappropriate.

-   (1) Organization: organizational changes for Go-Live, updated    communications plans, feedback mechanism for persons displaced by    changes in organization, and the new organization.-   (2) Measurements: changes in measurement system, plan to cut over to    the new measurements, and communications explaining the new    measurements, including how they are derived, how they are used and    their importance to the business.-   (3) Management: changes in management or management    responsibilities, communications explaining the changes in    management structure, and why it is important to the clients'    organization, the management chain and path for escalation of    issues, normal business reports and their use.-   (4) Support: support structure for both client and technical    support.-   (5) Labor Relations: activities associated with the loss of a job    role, plan to notify the affected people, communication plan for    providing information to remaining employees on the reasons for the    changes and for fostering support for the new process.

Integration of the cross-functional teams to accomplish the deploymentof the customer solution is facilitated by use of the system and database structure of the preferred embodiment of the invention.

Ongoing Project Support 105

Referring further to FIG. 3, project support stage 105 enables projectteams, all of which have continuing responsibilities with the clientafter “Go Live”, to provide the required ongoing support. As with allother stages, integration of the teams through the use of the systemsand methods provided by the invention, including transition managementsystems and methods, is greatly facilitated. It is a characteristic ofthe preferred embodiment that each of these areas has specificpredetermined plans, actions and responsibilities, and these are auditedand tracked through a GP/AP development and deployment system.

During support stage 105, transition management 136 delivers an approveddetailed questionnaire with quality questions in a logical format thatallows end-users to express their opinion and provide information thatmeets the survey objective. Support stage 105 includes a plan forcommunicating the survey results to the participants and taking actionin response to the survey results. This stage also incorporates acontinuing education plan for training new employees as well ascontinually updating the material so that reflects the latest version ofthe application.

The survey in stage 105 is structured to determine the end users'perception of the new system, system ease of use, response time fromboth the system and CSC (Customer Service Center), and customerknowledge level of processes and product. Results of the survey arecompiled and presented to the client and Enterprise Management Teamsalong with action plans, time tables, expected results for approval, andimplementation. A Lessons Learned document is reviewed with the projectteam and appropriate adjustments made for future engagements.

Project Manager 126 provides a quality function task after “Go Live”.This task aims at checking the implementation of the EPS Offering todetermine if anything needs special attention or focus. It is also theformal sign-off on the final delivery of the implementation by thecustomer. Its deliverables include:

-   (1) Customer accepts delivery of the EPS general procurement    offering implementation and signs off.-   (2) Action list on issues and CR/PTR's, if applicable.-   (3) Formal transition of operational responsibility to operations 98    and support management 96.-   (4) Preliminary business benefits evaluation.

The Req/Cat and SAP technical teams 128, 138 provide ongoing reviews andimprovements to the client's process through the CR and PTR processes.These are formalized, documented processes with management controls toattain cost, schedule, and customer objectives.

As part of the new business process, support center 94 is established toprovide long term assistance in any area of the application solution.This includes communication of feedback, real time applicationassistance, and special requests for problems concerning data.

It is the planned integration of these multi-functional teams thatprovides an innovative solution to the customer.

Representative Path Implementation of Project Preparation Stage 102

Referring to FIG. 3B, a series of steps illustrating an exemplarycritical path through project preparation stage 102 will be described.In step 150, using summary task template P92, an issue management planis confirmed and refined.

While these steps 150-162 represent a path through the preparation stage102, other summary and detail tasks designated in Table 4 as pertainingto stage 102 are typically included in the initial set of templates forthis customer, and are also used as they are determined to beapplicable. Some field entries are dynamic and changeable during thecourse of project preparation stage 102. The templates are also editablefor a particular project, and do not necessarily continue during use toconform to the original format.

In step 150, the project manager accesses summary task template P92 andits subsidiary detail tasks in the course of confirming and refiningproject management standards and procedures, including an issuemanagement plan, project documentation, and quality assurance standards,and creating a team building plan. Template P92 provides, eitherdirectly or by way of links to other documents, instructions, flowcharts, sample questionnaires, report models and checklists for guiding,coordinating and documenting the work of the project manager through thesteps for doing so. Selected fields from template P92 are set forth inTable 9.

TABLE 9 SUMMARY TASK: CONFIRM AND REFINE PROJECT MANAGEMENT STANDARDSAND PROCEDURES CREATION STATUS Category: Project Management Team:Project Office Offering type: Req/Cat Implementation Only, SAPImplementation Only, Req/Cat & SAP Implementation Stage: 2. ProjectPreparation IMPORTANCE BUTTONS Education: Yes Certification: YesAuditable: Yes Milestone: Yes Critical path: No IMPLEMENTATION Executedby: Service Provider Performed by: Project Manager Priority: High Workeffort: 5 Days Sequence: Six Months Prior

Summary Task Details Description:

The purpose of this summary task is to establish clear guidelines on theStandards and Procedures for the Project to be able to address keyissues throughout the project implementation.The Issue Management Procedure outlines how open issues that affectsscope, budget, timeline and resources are resolved. ProjectDocumentation is necessary for tracking, controlling and monitoring aproject by storing and maintaining the result of the project activities.The level of detail to be captured for each document must be agreed toin order to ensure consistency and data accuracy.Quality Assurance (QA) provides an independent and objective managementreview of the implementation project and identifies any risks to theproject goals. The QA Standards assist the Customer Executive Managementand Service Provider Project Manager in providing a second opinion ofthe implementation progress towards achieving the project goals.The scope of the review is to investigate the application, technical andproject management areas of the implementation. The review looks forgood project implementation practices.Implementations tend to be stressful, therefore Team spirit needs to begenerated and maintained. It is important to take time out to relievestress and recognize a job well done because motivation and inspirationalways energize people. A Team Building plan must be created to scheduleand arrange special events, and awards throughout the life of theproject.

Assumptions:

Project scope and plan signed off by customer.

Prerequisites:

Project procedures (Technical Center Certification)

Critical Success Factors:

Adequate funding for team building activitiesStrong discipline in project management standards and procedures

Deliverables:

1. Issue management procedure2. Project documentation standards3. Quality assurance standards4. Team building plan

In step 152, the project office accesses detail task template P923 inthe course of confirming and refining quality assurance standards.Template P923 provides, either directly or by way of links to otherdocuments, instructions, flow charts, sample questionnaires, reportmodels and checklists for guiding, coordinating and documenting the workof the project office through the steps for doing so, as set forth inTable 10. See, e.g., FIG. 9 which depicts a template 30 linked to adocument 31, an instruction 32, a flow chart 33, a sample questionnaire34, a report model 35, and a checklist 36, in accordance with thepresent invention.

TABLE 10 SUMMARY TASK: CONFIRM AND REFINE QUALITY ASSURANCE STANDARDSCREATION STATUS Category: Project Management Team: Project OfficeOffering type: Req/Cat, SAP, Req/Cat & SAP Stage: 2. Project PreparationIMPORTANCE BUTTONS Education: Yes Certification: Yes Auditable: YesCritical path: No IMPLEMENTATION Executed by: Service Provider Performedby: Project Manager Priority: Medium Work effort: 1 days Sequence: SixMonths Prior

Summary Task Details Description:

Quality Assurance (QA) is defined as the process required to assure thata project conforms to documented standards and meets documentedrequirements. As such, the focus lies heavily on overall projectmanagement rather than on assurance of specific project deliverables.The latter falls under Software Quality Assurance (SQA).The purpose of this task is to confirm the Quality Assurance Standardsbetween the Service Provider, Enterprise and the Client, including theidentification of tasks auditable by the Enterprise Technical Center.The QA Review is a beneficial process for the project as it timelyrecognizes potential risk areas, reduces possibility of extended projecttimeline while achieving faster implementation, attaining low cost andincreasing the Customer's level of confidence.

Prerequisites:

Project Procedures (Technical Center Certification)

Task Steps

Confirm and Refine Quality Assurance Standards with the

Customer

-   -   Setup QA schedule for the project    -   Develop customer presentation

Review with Customer and obtain acceptance

-   -   Agree with customer time and audience for review of Quality        Assurance Standards    -   Conduct review with customer and obtain acceptance of Quality        Assurance Standards

Deliverables:

Agreed quality assurance standards for the project

In step 154, the transition management team, accesses summary tasktemplate PD2 and its subsidiary, or drill down, detail tasks, in thecourse of preparing a transition management strategy. Once theperspective client has signed the contract, Preparation Stage 102 isready to begin. The purpose of the Preparation stage is to setup theproject, initialize detail planning, and model the plan for making thetransition from the legacy system and process at the client site to thenew services process. The critical element of this stage is to ensureresources are assigned to transition management, both from the projectimplementation team as well as from the client. In addition, there are aseries of analysis worksheets to be completed that provide a frameworkfor developing the final transition management plan that will be used inconjunction with a specific client. Finally, the objective of this stageis to “model” the transition activities required for a smooth migrationfrom the old client process and system to the new service offering. Theresult will be a detailed Transition Management Plan that isspecifically designed for the client. Key activities within thePreparation stage include: assign resources to the transition managementeffort, perform analysis on the client HR environment develop, and gainapproval for the detailed transition management plan. Template 154provides, either directly or by way of links to other documents,instructions, flow charts, sample questionnaires, report models andchecklists for guiding, coordinating and documenting the work of theassessment team through the steps for doing so. The resultingdeliverables are an updated and client specific Transition ManagementStrategy, updated input to the Client Transition Management Plan, acomplete HR Analysis checklist, including organization structure,organization relationships, management job roles & responsibilities,administration job roles & responsibilities, process/end user job roles& responsibilities, labor relations, general HR environment, and anapproved Transition Management Plan.

In step 156, assuming that the assessment stage has resulted in acustomer contract, the accounts payable analyst, assisted by the ledgerexpert, accesses summary task template P81 and its subsidiary detailtask templates in the course of introducing the customer to the process.This introduction is intended to provide the customer with an overviewintroduction to the Golden Procurement and Accounts Payable processes.It is a prerequisite for the following detailed review of the individualProcurement and Accounts Payable processes. Template P81 provides,either directly or by way of links to other documents, instructions,flow charts, sample questionnaires, report models and checklists forguiding, coordinating and documenting the work of the analyst. Theresults are the development and delivery to the customer of a customerspecific procurement and accounts payable process presentation,including a customer specific EPS procurement presentation by theprocurement analyst, a procurement process presentation by theprocurement analyst, a customer specific EPS accounts payablepresentation by the accounts payable analyst, and an accounts payableprocess presentation conducted for the customer by the accounts payableanalyst.

In step 158, the architecture team, supported by Application Developer116, Business Controls Analyst 132, Configurator, Customer 68, NetworkArchitect, and Req/Cat 128, accesses detail task template P642 in thecourse of defining a bridge architecture project objectives document. AnE-Req/Cat bridge identifies each interface into and out of E-Req/Cat. ASAP bridge identifies each interface into and out of the SAP system andcurrent application extensions. Template P642 provides, either directlyor by way of links to other documents, instructions, flow charts, samplequestionnaires, report models and checklists for guiding, coordinatingand documenting the work of the architecture and supporting teams. Table11 illustrates selected fields from sample detail task template P642. Atable is also provided to track the completion by the architect 122 ofeach step, including (1) update baseline documentation, (2) review SAP &e-Req/Cat bridge architecture, (3) document bridge architectureassumptions, (4) compile information, and (5) obtain POD sign off.

TABLE 11 DETAIL TASK: DEFINE BRIDGE ARCHITECTURE PROJECT OBJECTIVESDOCUMENT CREATION STATUS Category: I/t Team: Architecture Offering type:Req/Cat, SAP, Req/Cat&SAP implementation Stage: 2. Project preparationIMPORTANCE BUTTONS Education: Yes Certification: Yes Auditable: YesCritical path: Yes

Detail Task Details Description:

The task objective is to understand the information resources relevantto this project, collect detail information to complete diagrams andtext that describe the client's current and future environment, compilethe information and compare to pre defined requirements for the chosenservice offering. From this information the high level gaps will berealized and preliminary resolutions can be determined and documented.Much information is available from many sources. Some clients may havedeveloped a technical architecture containing installation standards forsystems and application designs. Therefore, organize this informationinto a format useful for the system design, and ensure it is completeand well understood. Use this documentation to ensure that a commonunderstanding of the requirements exists among the designer, the client,and other parties.

-   -   Review documentation collected in the Assessment stage    -   Understand the current information technology infrastructure    -   Update architecture documentation    -   Identify the information technology rules that the system must        obey    -   Identify end users and end-user functions, and group them    -   Identify the relationships of the business processes to the end        users    -   Identify the technical services that are required by each        end-user function group    -   Identify end-user function groups and required network services        by location    -   Document system management requirements    -   Document requirements not covered specifically by the above    -   Identify how the system will be evaluated by the client    -   Assess possible cost constraints and benefits    -   Document assumptions, issues, and questions    -   Identify and document gaps and resolutions

Prerequisites:

Work Sessions have been held with Customer—Baseline documentation hasbeen initiated from these work shops

Task Steps:

1. Update Baseline Documentation—The bridge architecture baselinedocumentation was collected in a draft format from the detail worksessions in the Assessment stage of the project, this documentationshould be updated based on information gained from interlock sessionswith the SAP and Req/Cat configuration teams.Update SAP bridge architecture baseline

-   -   Validate with SAP configuration team        -   Identify configuration dependencies        -   Resolve conflicts between SAP configuration constraints and            bridge requirements    -   Validate with Business Operations staff        -   Obtain concurrence on business operations roles and            responsibilities            Update E-Req/Cat bridge architecture baseline    -   Validate with E-Req/Cat architecture and design teams        -   Identify configuration dependencies        -   Resolve conflicts between e-Req/Cat configuration and design            constraints and bridge requirements    -   Obtain copy of e-Req/Cat system architecture from architecture        team        Develop bridge description matrix    -   Define all SAP bridges        -   Bridge names        -   IFDT Names        -   IP Addresses            -   Production            -   Test    -   Define all e-Req/Cat bridges        -   Bridge names        -   Data type names        -   IP Addresses            -   Production            -   Test                Document network traffic estimates    -   Bridge transmission frequency    -   Average file size    -   Average number of records per file    -   Project file size growth    -   Assumptions        2. Review SAP & e-Req/Cat Bridge Architecture—All documentation        must be reviewed with the respective team members for        confirmation and validation.

Network Architect

-   -   For each bridge        -   Transmission protocols to be used        -   IP addresses of all systems        -   Network traffic estimates    -   Obtain copy of network architecture

Business Controls

-   -   For each bridge review and obtain concurrence        -   Control points        -   Data flows (cross platform communication)            Systems Management & Test teams    -   Validate assumptions on SAP landscape    -   Identify additional hardware and software required    -   Preliminary workload assessment for each team        3. Document Bridge Architecture Assumptions—For each bridge and        application extension provide a brief description containing:

Functional Overview

Are existing applications to be usedWill existing applications require change

-   -   Briefly describe changes        Will new applications need to be developed        4. Compile information—Information collected in the previous        step must be compiled and placed in a manageable format to        document the scope of the project from a Bridge Architecture        perspective. Complete the POD with the following information:    -   Bridge Architecture Inventory    -   Bridge Definition Matrix    -   Bridge Architecture Assumptions & Guidelines:    -   Hardware/Software        -   SAP Landscape—IGS SDC        -   SAP Release Level—IGS SDC        -   Req/Cat Staging Server—Req/Cat AD        -   Currency Exchange Rates Server—Architect        -   Fax Server—IGS SDC    -   Control Data and Master Data (SAP & E-ReqCat)    -    For Example:        -   Chart of Accounts—SAP/E-ReqCat Customization        -   Cost Center Updates to SAP Inbound Interface (IP)—SAP            Customization        -   Vendor Data Conversion—Vendor Group        -   Vendor Cross Reference File—Vendor Group        -   Currency Exchange Rates—Architect        -   PO Data Conversion from different versions of SAP            (Optional)—SAP Customization        -   HR Extract (E-ReqCat)    -   Bridges (SAP Bridges & E-ReqCat)    -    For Example:        -   Requisition & Catalog System—Req/Cat AD        -   EDI Processing—EDI        -   Non-PO Invoice Processing—AP Operations        -   AP Image Outbound Interface—AP Operations        -   Goods Receipt Processing—GP Operations/SAP Customization        -   Check Payments Outbound Interface—SAP Customization/AP            Operations        -   Positive Pay Outbound Interface—SAP Customization/AP            Operations        -   Check Recon Inbound Interface—SAP Customization/AP            Operations        -   Duplicate Payment Audit Outbound Interface—SAP            Customization/AP Operations        -   Accounting Data Reclassification Inbound Bridge from CLS            (IP)—AP Operations        -   Ledger Outbound Interface (IP)—AP Operations        -   IRS 1099/1042 Reporting (IP)—AP Operations        -   BDW Outbound Interfaces (IP)—Customer        -   SAP Document Archiving—GP Operations/AP Operations    -   Application Extensions    -   High level description of the current hardware and software        systems    -   High level description of the networks that link them    -   Present the completed POD and associated Bridge    -   Architecture diagrams to the Project Manager for inclusion in        the Project Definition Deliverables to be reviewed with the        Customer        5. Obtain POD Sign Off—The POD should be reviewed with the        Customer Representative and the Enterprise Procurement Services        Process Owner and each must approve by signing the document.

Deliverables:

Validated SAP & e-Req/Cat Bridge ArchitectureSAP Landscape & e-Req/Cat System Architecture

Network Architecture & Network Sizing Bridge Description Matrix

Completed/Signed I/T Project Objectives Document (POD): This documentdefines the Application Architecture that will be implemented for theselected service offering. The Application Architecture identifies allof the Interfaces (Bridges) between inbound/outbound systems and all ofthe Application Extensions required to support the General Procurementand Accounts Payable Business processes.Infrastructure Requirements Specification: Gathers all the relevantrequirements that influence the infrastructure design for eachintegration point and gap, as input to the subsequent design tasks.

-   -   Business Environment    -   Information technology environment    -   Users, processes, data    -   Service levels        -   Capacity and performance            -   Availability            -   Security            -   System Management        -   Viability            -   Reasonableness            -   Risk            -   Issues and Assumptions                Architecture Overview: A reconciled view of the Future                Logical Data and Future Logical Process Models                representing the total set of applications, information                systems, manual systems, management systems, procedures,                organizational structures, objectives, and goals that                will make up the business system in the future. It                represents the scope of the project effort and, in                general, it consists of an integrated process and entity                model.                The business model is used to describe the future task                flow for the new business system as defined in the                business model to determine the effectiveness of the                business solution or business system. The business model                is also used to capture and document the design                decisions made as a result of reviewing the scope of the                new business system, business needs and trends, and the                objectives and constraints.

Methodology Attachments:

The following document links will provide the attachments necessary tocomplete this task:

Project Objectives Document=> Network Sizing Document=>

Initial Baseline documentation created in Perform Bridge ArchitectureIntegration Point Interfaces Work Session see the Project Attachmentsfield within the Project Reference Area Section =>

Project Reference Area

In step 160, the project office team 126 accesses detail task templateP911 in the course of confirming project scope and implementationstrategy. The purpose of this task is to confirm the project scope andimplementation strategy including assumptions agreed upon during theassessment phase. This includes development of detailed project planwith specification of deliverables. Any changes applied to the projectscope, implementation strategy and deliverables after sign-off will bemanaged via Change Requests. It is also important to review and agree onthe assumptions that the scope and implementation strategy is based on.Any changes to assumption made in the assessment phase can lead tochanges in scope and potentially implementation strategy as well. Oncethe scope and implementation strategy is agreed upon a Key MilestonePlan can be developed outlining the main deliverables for each phase andthe associated costs. Template P911 provides, either directly or by wayof links to other documents, instructions, flow charts, samplequestionnaires, report models and checklists for guiding, coordinatingand documenting the work of the project office team through the stepsfor doing so, including (1) reviewing and confirming project scope basedon an engagement assessment or contractual agreement with the customer,(2) reviewing and confirming the implementation strategy, developing akey milestone chart, obtaining the customer approval of project scope,cost, key milestones and implementation strategy, and reviewing with keyteam leads to prepare project plan and resource assignments.

In step 162, the project manager team 126 accesses summary task templateP94 and selected subsidiary detail task templates in the course ofpreparing the project team. The purpose of this task is to ensure theimplementation team is knowledgeable of the project approach andresponsibilities, and ensure Team members possess the skills required toperform the tasks. The prerequisites are completion of theimplementation strategy, project organization, project plan, and projectscope. The Project Manager reviews the project scoping document andprepares a presentation of scope, business requirements and projectgoals to ensure that the project team have sufficient knowledge of theproject plans. The Kick-off Meeting formally announces the initiation ofthe project; Consultants, Steering Committee, Senior Management, ProjectManagers from the Customer and service provider must be involved.Template P94 provides, either directly or by way of links to otherdocuments, instructions, flow charts, sample questionnaires, reportmodels and checklists for guiding, coordinating and documenting the workof the project manager team.

Advantages over the Prior Art

It is an advantage of the invention that there is provided a system andmethod for evaluating a client's general procurement and accountspayable (GP/AP) system.

It is an advantage of the invention that there is provided an optimizedsolution for out-sourcing procurement of goods and services.

It is an advantage of the invention that there is provided a system andmethod for training service providers.

It is an advantage of the invention that there is provided a system andmethod for managing service providers to assure quality of service.

It is an advantage of the invention that there is provided a system andmethod for managing a project.

It is an advantage of the invention that there is provided an optimizedgeneral procurement and accounts payable system characterized by lowercosts, a paperless process, and more comprehensive service with ashorter cycle time.

ALTERNATIVE EMBODIMENTS

It will be appreciated that, although specific embodiments of theinvention have been described herein for purposes of illustration,various modifications may be made without departing from the spirit andscope of the invention. In particular as shown in FIG. 7, it is withinthe scope of the invention to provide a computer program product orprogram element, or a program storage or memory device 16 such as asolid or fluid transmission medium, magnetic or optical wire, tape ordisc, or the like, for storing signals readable by a machine, forcontrolling the operation of a computer 12 according to the method ofthe invention and/or to structure its components in accordance with thesystem of the invention.

Further, the program storage or memory device 16 includes a program ofinstructions 18 such that each step of the method may be executed byexecuting the program of instructions 18 on a processor 14 of thecomputer 12, such as an IBM System 390, AS/400, PC or the like, saidprogram of instructions 18 being one or more, or a part of one or more,program elements, modules or objects generated from any programminglanguage, such as C++, Java, Pl/1, Fortran or the like. And stillfurther, each said step, or a file or object or the like implementingeach said step, may be executed by special purpose hardware or a circuitmodule such as the processor 14 designed for that purpose.

Accordingly, the scope of protection of this invention is limited onlyby the following claims and their equivalents.

1. A method for coordinating a project for designing, implementing, andusing a general procurement and accounts payable (GP/AP) system for acustomer, said method comprising: creating a playbook database, saidplaybook database comprising a plurality of templates of informationrelating to said designing, implementing, and using said GP/AP system,said plurality of templates being particularized for the customer;generating a playbook summary view from said playbook database;displaying said playbook summary view, said displaying said playbooksummary view comprising displaying a folders and views section,displaying a task title display and selection area, a summary taskcreation button, and displaying a detailed task creation button, whereinsaid folders and views section, said task title display and selectionarea, said summary task creation button, and said detailed task creationbutton visually appear together in an undivided display area within saidplaybook summary view; and enabling communication between team membersof a team and the playbook database via a server coupled to the playbookdatabase and an intranet coupled to both the server and the teammembers, said team members having responsibility for said designing andimplementing of said GP/AP system.
 2. The method of claim 1, saidfolders and views section including category buttons relating tocategories of tasks associated with said designing, implementing, andusing said GP/AP system, said task title display and selection areaadapted to include buttons for selecting tasks pertinent to saidcategories of tasks, said buttons for selecting tasks identifying saidtasks which may be so selected, said buttons for selecting tasks adaptedto be displayed in said task title display and selection area inresponse to a selection of a button of the category buttons.
 3. Themethod of claim 1, said method further comprising: generating anddisplaying a summary task template of the plurality of templates for aselected first task of tasks identified in the task title display andselection area, said summary task template being generated and displayedin response to a selection of the summary task creation button, saidsummary task template including summary parameters of the selected firsttask, said generated summary task template being derived from saidplaybook database; and generating and displaying a detailed tasktemplate of the plurality of templates for a selected second task oftasks identified in the task title display and selection area, saiddetailed task template being generated and displayed in response to aselection of the detailed task creation button, said detailed tasktemplate including detailed parameters of the selected second task, saidgenerated detailed task template being derived from said playbookdatabase.
 4. The method of claim 3, said method further comprising:optimizing a solution for out-sourcing procurement of goods and servicesunder the GP/AP system, wherein said optimizing the solution forout-sourcing procurement of goods and services under the GP/AP systemcomprises utilizing said generating and displaying the playbook summaryview, said generating and displaying the summary task template, and saidgenerating and displaying the detailed task template; managing serviceproviders of services to the customer to assure quality of service fromsaid service providers, wherein said optimizing the solution forout-sourcing procurement of goods and services under the GP/AP systemcomprises utilizing said generating and displaying the playbook summaryview, said generating and displaying the summary task template, and saidgenerating and displaying the detailed task template; and optimizing theGP/AP system, said optimized GP/AP system being characterized by lowercosts, a paperless process, and more comprehensive service with ashorter cycle time, wherein said optimizing the project relating to theGP/AP system comprises utilizing said generating and displaying theplaybook summary view, said generating and displaying the summary tasktemplate, and said generating and displaying the detailed task template.5. The method of claim 3, wherein said generating and displaying thesummary task template relating to the selected first task comprises:generating and displaying in the summary task template creation statusitems comprising: a category pertaining to the summary task template, aproject team responsible for the first task, an offering type of productbeing brought to a client, an assessment stage of the first task, anowner of the summary task template, an author of the summary tasktemplate, and an approval status of the first task; generating anddisplaying in the summary task template importance buttons comprising:an education yes/no button configured to enable election of whether ornot to have a teaching of how to do the first task included in aneducation package to the customer, a certification yes/no buttonconfigured to enable election of whether or not to certify a serviceprovider of the first task, an auditable yes/no button configured toenable indicating whether or not performance of the first task by theservice provider of the first task is to be audited, a milestone yes/nobutton configured to enable indicating whether or not the first task iscritical to accomplishment of the offering type of product displayed inthe creation status section, and a critical path yes/no buttonconfigured to enable indicating whether or not the first task that mustbe completed in order to advance to a next task in order to complete theoffering type of product displayed in the creation status section;generating and displaying in the summary task template implementationitems comprising: a task order number assigned to a detailed task thatshows its order under the first task, a percent completion estimate ofhow complete the first task is in its development for the customer, aname of the service provider of the first task, a technical teamresponsible for doing the first task, a priority based on whether thefirst task needs to be done in support of some subsequent task, anestimated time to complete the first task, and a task status indicatinghow far the service provider of the first task has progressed in itsimplementation of the first task.
 6. The method of claim 5, wherein saidgenerating and displaying the summary task template relating to theselected first task comprises: generating and displaying in the summarytask template summary task details comprising: a high level summarydescription of major operations or steps pertaining to the first task,assumptions pertaining to the first task, tasks that must be completedbefore the first task can be completed, a description of tools,techniques, relationships, understandings, technical and relationshipskills and commitments, and knowledge base of the team and the customerneeded to accomplish the first task, and expected output of the firsttask; generating and displaying in the summary task template approvalitems comprising: an identity of approvers for the first task, a date ofnotification of the approvers of the first task, and electronicsignature of approval of the first task; generating and displaying inthe summary task template project reference items comprising: generalcomments, a checklist of deliverables pertaining to the first task, alist of approvers of a first document pertaining to the first task, anda listing of persons who have modified the first document duringpreparation of the first document.
 7. The method of claim 3, whereinsaid generating and displaying the detailed task template relating tothe selected second task comprises: generating and displaying in thedetailed task template creation status items comprising: a categorypertaining to the summary task template, a project team responsible forthe second task, an offering type of product being brought to a client,an assessment stage of the second task, an owner of the summary tasktemplate, an author of the summary task template, and an approval statusof the second task; generating and displaying in the detailed tasktemplate importance buttons comprising: an education yes/no buttonconfigured to enable election of whether or not to have a teaching ofhow to do the second task included in an education package to thecustomer, a certification yes/no button configured to enable election ofwhether or not to certify a service provider of the second task, anauditable yes/no button configured to enable indicating whether or notperformance of the second task by the service provider of the secondtask is to be audited, a milestone yes/no button configured to enableindicating whether or not the second task is critical to accomplishmentof the offering type of product displayed in the creation statussection, and a critical path yes/no button configured to enableindicating whether or not the second task that must be completed inorder to advance to a next task in order to complete the offering typeof product displayed in the creation status section; generating anddisplaying in the detailed task template implementation itemscomprising: a task order number assigned to a detailed task that showsits order under the second task, a percent completion estimate of howcomplete the second task is in its development for the customer, a nameof the service provider of the second task, a technical team responsiblefor doing the second task, a priority based on whether the second taskneeds to be done in support of some subsequent task, an estimated timeto complete the second task, a task status indicating how far theservice provider of the second task has progressed in its implementationof the second task, people needed to support completion of the secondtask, and a person executing the second task.
 8. The method of claim 7,wherein said generating and displaying the detailed task templaterelating to the selected second task comprises: generating anddisplaying in the detailed task template detailed task items comprising:tasks that must be completed before the second task can be completed,steps that need to be accomplished to complete the second task, adescription of what needs to be analyzed to generate a right answer forthe customer, an expected output of the second task, and attachmentsselected from the group consisting of presentation charts,questionnaires, and architecture charts; generating and displaying inthe detailed task template project reference area items comprising:comments, a check of deliverables pertaining to the second task, a listof approvers of the second task and a status of approval of the secondtask by the approvers of the second task, and a list of approvers of asecond document pertaining to the second task, and a listing of personswho have modified the second document during preparation of the seconddocument.
 9. The method of claim 1, wherein said method comprises inconjunction with a project design and development phase of the GP/APsystem: providing and documenting in the playbook database: businesscontrols that provide a comprehensive process that identifies keycontrol points and establishes detailed procedures to assure a qualityinstallation, transformation management, and SAP and requisition andcatalog customization required for an integrated approach to a completecustomer solution.
 10. The method of claim 9, wherein said methodcomprises: performing controls to prevent unauthorized modificationand/or use of an application of the GP/AP system; performing logicalaccess control of application data pertaining to the application;performing a logging mechanism to ensure that an audit trail is correct;performing change control to control changes to tables and programs;performing input controls to insure accuracy and completeness ofinformation entering the application; performing processing controls forentry of data to ensure accuracy and completeness of data duringcomputer processing; performing error handling controls for errorhandling and reprocessing of transactions; performing output controls toensure an integrity of output data resulting from computer processing;verifying that procedures to reconcile output to input are effective;performing disaster recovery to provide for continuity or rapid systemrestoration of a business process immediately following a natural orman-made emergency or disaster; performing records management to verifythat information is managed with sound business practices and controls;verifying that reports are distributed properly; and verifying that anyquestions particular to a specific country are completed.
 11. The methodof claim 1, wherein said method comprises simultaneously displaying inthe task title display and selection area a listing of tasks of:assessment, business controls, configuration, education, image,information technology, marketing, process, project management, SAP,testing, and transition management.
 12. The method of claim 11, whereinsaid simultaneously displaying the listing of tasks comprisessimultaneously displaying in the task title display and selection area:subtasks of the task of assessment, said subtasks of the task ofassessment comprising performing customer business, developing aworkshop management plan, reviewing findings from marketing, formulatinga workshop approach, preparing for a workshop, presenting a serviceoffering to the customer, formulating a proposal approach, developingand costing a proposal, and drafting and pricing a customer contract;subtasks of the task of business controls, said subtasks of the task ofbusiness controls comprising confirming business controls requirements,confirming separation of duties requirements, conducting applicationsystems control and an auditability (ASCA) self-assessment, conductingrisk assessment, conducting an ASCA/business controls review, andconfirming an image production system management strategy; subtasks ofthe task of configuration, said subtasks of the task of configurationcomprising defining a requisition and catalog functional detailed fit,resolving functional gaps for requisition and catalog, confirming arequisition and catalog organizational hierarchy, configuring arequisition and catalog offering, confirming and refining requisitionand catalog initial settings and organizational structure, confirmingand refining requisition and catalog authorizations, refining andvalidating a final requisition and catalog configuration, validating andcustomizing a requisition and catalog core application change request,refining and validating a final customization for requisition andcatalog, and validating and coding bridge change requests; subtasks ofthe task of education, said subtasks of the task of education comprisingdefining a training requirement and approach, confirming an educationand training strategy, defining a SAP correction and transport process,defining and agreeing on a service level agreement, defining andadministering a SAP release control process, defining a requisition andcatalog transport process, defining and administering a version controlprocess, defining customer user audiences and requirements, confirminguser documentation requirements and standards, conducting detailedend-user task analysis, assessing user skills and training needs,validating end-user courses and content, identifying users and courseattendees, defining and notifying training attendees, developing usertraining documentation, producing customer specific end-userdocumentation, confirming training evaluation materials/approach withthe customer, setting up a training system, validating traininglogistics, conducting pilot training with super users, arrangingdocumentation and training material production, identifying andorganizing internal training, conducting end-user training, conductingtrain-the-trainer sessions, performing training, and conducting newbuyer training; subtasks of the task of image, said subtasks of the taskof image comprising resolving image functional gaps, configuring animage offering, refining and validating a final image configuration, andconfirming and refining image initial settings; subtasks of the task ofinformation technology, said subtasks of the task of informationtechnology comprising confirming component delivery, establishing anetwork/computing hardware/software architecture, establishing anelectronic data interchange (EDI) infrastructure, conducting tradingpartner testing, confirming an EDI strategy, setting up image systemenvironments, establishing a cutover checklist and performingpre-cutover activities for an image production environment, validatingimage production support for system management, developing a reportinginfrastructure, performing a bridge architecture assessment, performinga bridge architecture integration point interfaces work session,defining a bridge architecture project objectives document, developingand managing a bridge architecture implementation work plan, analyzingEDI requirements, determining an EDI communication environment,analyzing a vendor master data load, analyzing operational reportingrequirements, scheduling and conducting a weekly interlock meeting,setting up a SAP development/integration environment, setting uprequisition and catalog system environments, setting up aconsolidation/test environment, setting up a SAP consolidation/testenvironment, converting a vendor master into a production environment,determining EDI tasks for a production environment set up, executing aSAP cutover checklist, setting up a SAP production environment,establishing a SAP batch schedule, setting up trading partners in aproduction environment, establishing a cutover checklist and performingpre-cutover activities for a SAP production environment, performingon-going support activities for requisition and catalog, developing newbridges and application extensions post go live, supporting new EDItransactions post go live, executing system management security supportprocedures, executing data management support procedures, executing EDIsupport procedures, executing system management operational support deskprocedures, executing system management batch support desk procedures,executing system management master data support procedures, executingproduction support for system management, establishing a vendor masterenvironment, confirming the vendor master, developing a detailarchitecture requirements definition, analyzing a currentnetwork/computing infrastructure, determining network/computingrequirements for a project, confirming and beginning a network/computingcomponent acquisition, and ordering and delivering infrastructurecomponents; subtasks of the task of marketing, said subtasks of the taskof marketing comprising qualifying a potential client, and developing anassessment statement of work; subtasks of the task of process, saidsubtasks of the task of process comprising conducting customerintroduction to procurement and A/P processes, reviewing procurementprocesses with the customer, reviewing A/P processes with the customer,identifying current and potential supplier catalogs for the customer,performing an assessment of the customer's purchasing business, updatingand reviewing a process management and procedures manual, managing atrading partner, establishing for the customer SAP suppliers notrequiring a buyer, and managing customer supplier outline agreements;subtasks of the task of project management, said subtasks of the task ofproject management comprising confirming project scope andimplementation strategy, confirming project organization and assignresources to roles, preparing and validating project plan andprocedures, establishing a project team working environment, orienting aproject team, confirming and refining project management standards andprocedures, confirming and refining an issue management plan, confirmingand refining project documentation, confirming and refining qualityassurance standards, creating a team building plan, confirmingimplementation strategies, confirming system configuration standards,customizing an image offering, validating and customizing an image coreapplication change request, confirming a testing strategy, confirming aproduction support and operations strategy, confirming a SAP productionsystem, confirming a network/computing strategy, confirming a vendorconversion strategy, conducting a kick-off meeting, conducting a projectteam standards meeting, conducting a project team training, definesystem management SAP resource requirements, defining a productionsupport accounts payable plan, defining a production support generalprocurement plan, confirming SAP system authorizations for a projectteam, confirming a requisition and catalog access control list, definingsystem management image resource requirements, conducting an initialquality assurance review, conducting an initial quality assurancereview, conducting project team status meetings, conducting steeringcommittee meetings, conducting a lost bid analysis, validatingproduction support, validating SAP production support for systemmanagement, validating production support for accounts payable,validating requisition and catalog production support for systemmanagement, validating education and training production supportactivities, ensuring go live check lists activities, ensuring a go/no-godecision for go live, and confirming a production environment; subtasksof the task of requisition and catalog, said subtasks of the task ofrequisition and catalog comprising identifying country/globaladministrators, performing country administrator education, performingrequisition and catalog tasks, confirming requisition and catalog for aproduction environment, setting up requisition and catalog tables inproduction, preparing requisition and catalog production copy, andexecuting a requisition and catalog go live checklist; subtasks of thetask of SAP, said subtasks of the task of SAP comprising confirming aSAP organizational hierarchy, defining a SAP functional detailed fit,resolving SAP functional gaps, developing and validating SAP customprograms, confirming and refining an implementation guide, confirmingand refining SAP initial settings and organizational structure,confirming and refining SAP end user authorization profiles, refiningand validating a final SAP configuration, validating and customizing aSAP core application change request, and refining and validating a finalcustomization for SAP; subtasks of the task of testing, said subtasks ofthe task of testing comprising confirming and refining test casetemplates, building a comprehensive test plan, developing a testenvironment plan, creating test case specifications, building/reusingtest cases, determining testing tools, reviewing and validating acomprehensive test plan, performing a unit test, performing a componenttest, performing an integration test, administering network/computingperformance monitoring, performing a system test, performing a useracceptance test, performing other required testing, supportingcomprehensive image testing, and supporting comprehensive SAP testing;subtasks of the task of transition management, said subtasks of the taskof transition management comprising developing an initial assessment ofthe customer, providing a transition management workshop presentation,providing a transition management strategy, evaluating a cultural impactof solution, developing/confirming a transition management plan,building/confirming a campaign plan, updating a communication strategy,delivering an announcement/kickoff communication, creating anincentive/reward program, assessing supplier impacts related totransition management, assessing enterprise support impacts related totransition management, designing detail go live material/activities,creating policy changes, identifying/planning for security, ensuring anew process management systems is in place, performing a clientreadiness assessment, performing transition management go liveactivities, managing human resources activities, providing thanks tousers/suppliers, monitoring human resource issues, assessingeffectiveness of a transition management program, administering a postgo live survey, and presenting and acting upon survey findings.
 13. Themethod claim 1, wherein said creating the playbook database comprisescreating a first template of the plurality of templates in the playbookdatabase such that the first template includes or is linked to adocument pertinent to guiding, coordinating and documenting work of afirst team member of the team; wherein said creating the playbookdatabase comprises creating a second template of the plurality oftemplates in the playbook database such that the second templateincludes or is linked to an instruction pertinent to guiding,coordinating and documenting work of a second team member of the team;wherein said creating the playbook database comprises creating a thirdtemplate in the plurality of templates in the playbook database suchthat the third template includes or is linked to a flow chart pertinentto guiding, coordinating and documenting work of a third team member ofthe team; wherein said creating the playbook database comprises creatinga fourth template in the plurality of templates in the playbook databasesuch that the fourth template includes or is linked to a questionnairepertinent to guiding, coordinating and documenting work of a fourth teammember of the team; wherein said creating the playbook databasecomprises creating a fifth template in the plurality of templates in theplaybook database such that the fifth template includes or is linked toa report model pertinent to guiding, coordinating and documenting workof a fifth team member of the team; wherein said creating the playbookdatabase comprises creating a sixth template in the plurality oftemplates in the playbook database such that the sixth template includesor is linked to a checklist pertinent to guiding, coordinating anddocumenting work of a sixth team member of the team.